Over the years, organisations have worked very hard using different means to achieve better job fit and staff productivity. These means training, coaching, mentoring, performance incentives, technology upgrades…the list is in-exhaustive.
But often, results show that these programs and initiatives alone cannot raise productivity and sustain high performance for significant business breakthroughs to happen. Studies also show that these means alone cannot be a taken as a one-size-fits-all approach for jobs. Without first finding out personality-fit for jobs and assessment of mind-set & heart-set, no training program, incentive or initiative can help sustain high performance, despite effectiveness of said options.
Work Personality-Fit: The Missing Piece
With that, SQI was designed specifically to bridge the gap of personality job-fit by assessing workplace personality. We differentiate eligibility from personality-fit, thereby increasing selection accuracy and the degree of fit. In other words, SQI is a scientific instrument that helps you identify, promote and develop the right person who not only can do the job, but will take ownership for it.
In 2014, we decided to put this predictive power to the test and contacted the Singapore Psychological Society (SPS), who then recommended us to the Psychological Division of the Nanyang Technological University (NTU) as they have a test unit. At that point in time, while SQI was only about 3 years from inception, we already had a sizeable client base, hence it was timely for us to review the basis for SQI to continue being a viable, thriving organization.
The Academic Validation Process
The 3rd party validation process with NTU took place over a span of 9 months, beginning from the time of data gathering from existing clients, to the time we received the academic validation. The test was conducted on a sample size of 59 seafarers, 30 engineers and 29 officers in the maritime sector.
The Spearman Correlation was used to examine the relationship between an employee’s performance ratings and their received SQI scores (predicting behavioural inclinations). Each dot on the scatter plot graph represents a consolidation of several test takers who have similar scores.
Hence, an ideal and perfect psychometric assessment would have a scatter-plot exactly on the diagonal line shown in the diagram. This would mean a 100% perfect prediction (Ps = 1.00) of an employee’s job fit and outcome in relation to an employer’s performance rating and rubrics.
From the validation process, we discovered SQI’s high concurrent validity; 84% and 86% for officers and engineers respectively. To be more precise, the test reveals a high correlation of Ps = 0.84 & 0.86 for SQI’s assessment rating. Needless to say we were very encouraged, joyful yet relieved at the results!
Will there be such thing as a 100% correlation? A perfect tool? Then again, there is no such thing as a perfect person or employee. We also have to consider other factors that affect work performance such as job experience, knowledge and skills (technical and soft) etc.
Actual Work Performance: An Interaction of Factors
The scores can deviate slightly due to organisational environment (e.g. change of management), work environment (e.g. use of new technology) and personal (e.g. health, finance) variables. Another key variable is the motivation level of the report recipient. This is in turn influenced by the career development and reward systems of the employer’s organization.
The interaction between these factors is very complex. Yet, clarity about the existence of these factors has given us a great head-start. Together with NTU’s validation, it affirms the quality of SQI’s predictive power on the personality factor. We are well-positioned to provide effective diagnostic solutions to our clients.
Now, further opportunities for revalidation excite us. This revalidation not only goes deeper than the first validation, it reinforces the quality that we at SQI, claim to deliver from the initial, general validation.